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| Criterion |  Operations Visual Management |  Facilitation Responsibility Poker |  Operations Accountability Ladder |  Facilitation 1-2-4-All |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 45-90 min | 20-45 min | 10-20 min |
Participantsdifferent | 1-20 | 3-10 | 1-8 | 4-100+ |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes | Idea List, Shared Insights, Emergent Themes |
Tagsno overlap | SignalsOperationsVisual management | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam | FacilitationInclusionIdeation |